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HRM Module Iv - V2

The document outlines the importance of management development in enhancing the skills and performance of managers within an organization. It details various management development programs, objectives, and methods, including on-the-job and off-the-job techniques. Additionally, it provides a systematic approach to training design, emphasizing the need for assessment, objective development, material design, implementation, and evaluation of training initiatives.

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Charles Gerard B. Beluan
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10 views25 pages

HRM Module Iv - V2

The document outlines the importance of management development in enhancing the skills and performance of managers within an organization. It details various management development programs, objectives, and methods, including on-the-job and off-the-job techniques. Additionally, it provides a systematic approach to training design, emphasizing the need for assessment, objective development, material design, implementation, and evaluation of training initiatives.

Uploaded by

Charles Gerard B. Beluan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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MODULE IV:

TRAININ
&
G
DEVELOPM
HUMAN RESOURCE
MANAGEMENT

ENT
Presented By: FERN ANN M. BELUAN
TRAINING & DEVELOPMENT

MANAGEMENT DEVELOPMENT
is a process in which managers working at different levels learn
and improve their ability, capability, knowledge and skills for
improving the performance of individual as well as organization.

“Management development is a business led process. The business


determines what kind of managers it requires to accomplish its strategic
goals as well as how to obtain and develop such managers. Although
there is stress of self-development, the business must indicate the
directions towards which self-development should occur?” (Armstrong)
TRAINING & DEVELOPMENT

MANAGEMENT DEVELOPMENT
PROGRAMS
includes the activities — short courses, leadership courses, management
education and training programs, coaching, guiding and mentoring.
Management development programs usually enable managers to enhance
their existing skills, such as resolving conflicts and communicating with
others.
TRAINING & DEVELOPMENT

OBJECTIVES OF MANAGEMENT DEVELOPMENT


PROGRAMS
1. To sustain better performance of managers throughout their careers.
2. To improve the existing performance of managers at all levels.
3. To encourage existing managers to increase their capacity to assume and
handle greater responsibility.
4. To enable the organization to have the availability of required number of
managers with the required skills to meet the present and anticipated
(future) needs of the organization.
5. To replace elderly executives who have risen from the ranks by highly
competent and academically qualified professionals.
6. To provide opportunities to the executives to fulfill their career
aspirations.
7. To ensure that the managerial resources of the organization are utilised
METHODS OF MANAGEMENT
DEVELOPMENT PROGRAM
On the job development
Off the job development
On-the-Job Techniques
Understudy
Coaching a less experienced employee closely observes and
the trainee is placed under a particular learns from a more senior colleague, essentially
supervisor who acts as an instructor and acting as their "understudy," to gradually gain the
teaches job knowledge and skills to the necessary skills and knowledge to eventually take on
trainee. full responsibility for the same role, all while working
directly on the job within the workplace

Multiple Management:
Job Rotation
The transferring of executives from job to is a system in which permanent advisory
job and from department to department in a committees of managers study problems of the
systematic manner. company and make recommendations to higher
management. It is also called Junior-board of
executives system.
Off-the-Job Techniques
simulation exercises
Under this technique the situation is duplicated in such a way that it carries a closer
resemblance to the actual job situation. The trainee experiences a feeling that he is actually
encountering all those conditions

sensitivity training
is a method of laboratory training where an unstructured group of individuals exchange
thoughts and feelings on a face-to-face basis. Sensitivity training helps give insight into
how and why others feel the way they do on issues of mutual concern.

transactional analysis
Transactional analysis is the analysis of transactions between two or more persons. This
method of training enables participants to develop interpersonal competencies to improve
relationships with self and others for changing their behavior appropriately to optimize
interrelationships.
Off-the-Job Techniques
conference
A conference is a meeting of several people to discuss the subject of common interest.
But contribution from members can be expected as each one builds upon ideas of other
participants. This method is best suited when a problem has to be analysed and
examined from different viewpoints.

lecturers
This is the best technique to present and explains series of facts, concepts, and principles.
The lecturer organises the material and gives it to a group of trainees in the form of talk.
TRAINING DESIGN
refers to the systematic process of developing
training programs that effectively meet specific
needs of an organization and its employees.
TRAINING DESIGN
Step 1: Perform a Training Needs Assessment

assess the scope of growth for employees and the overall


organization.The first step in developing a training program is identifying
and assessing needs. A needs assessment helps you determine which
teams or employees need training, what training they need, and the best
ways to deliver it.
Step 2: Develop Learning Objectives
.
A training objective
should:
• Clearly state the purpose and expected outcome of the training.
• Employ the parameters of the SMART (Specific, Measurable, Achievable, Relevant, and
Time-Bound) methodology.
• Align with the company’s broader objective and contribute to it.
• Offer different options for hybrid, in-person, and online programs.
• Identify additional barriers to training. E.g., Do employees need time off to take training?
Step 3: Design Training Materials

1.Design Engaging and Relevant Training Modules


2.Assess and Allocate Resources
3.Create a Training Timeline
4.Pilot and Gather Feedback
Step 4: Implement Training Initiatives

Program implementation should consider:

• Timeline: Ensure the training schedule aligns with organizational priorities and employee
availability to avoid disruptions.
• Employee engagement: Develop strategies to keep employees motivated and engaged
throughout the training process, such as interactive sessions, quizzes, or gamified elements.
• Learning Key Performance Indicator (KPIs) goals: Establish KPIs to measure the
effectiveness of the training and ensure that learning objectives are being met.
• Related resources (Facilities, Equipment, etc.): Verify that all necessary resources,
including training facilities, equipment, and technology, are available and functioning properly
to support the training activities.
Step 5: Evaluate and Revise Training

Ultimately, the entire program should be evaluated to determine if it was successful and
met training objectives. Assess the effectiveness of each training module through
learning evaluations like , Smartsheet evaluations, and measurement strategies.

The training program or action plan can be revised or reassessed if objectives or


expectations are not met.
SAMPLE TRAINING DESIGN
LICERIA & CO.

THANK
REFERENCE:

YOU
1.Thakore, Digvijaysinh. (2013). Training - A Strategic HRM Function. International Letters of
Social and Humanistic Sciences. 11. 84-90. 10.18052/www.scipress.com/ILSHS.11.84.

2.https://www.workhuman.com/blog/human-resource-management-hrm/

3. HRD PLANNING L&D Guidebook PAHRODF

4. https://explorance.com/solutions/learning-measurement/

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